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INTRODUCTION
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CHAPTER - 1
INTRODUCTION
Market Potential
Market analysis services from Mapping Analytics helps to know the economic
opportunity available to company in any geographic market. Whether products sell to
consumers, to businesses, or both, market sizing provides intelligence. The company
need to deploy sales and marketing resources effectively.
• Understand market potential for a single store, network of stores or a new market.
• Deploy resources effectively by ranking Pepsi slim can in priority order.
• Forecast total opportunity in terms of number of customers and revenue potential.
• Estimate Pepsi slim can market share.
In other words, Market potential = (how many * how much * how often)
It all depends on our specific needs. Analysis report can advise company on the best
approach to sizing any market. We employ various methodologies and data sets to get the
answers we need.
• A bottom up approach to market sizing starts with our customers. How much and
often do they buy? What is their profile? How many potential customers do we
have in the market based on our customer profiles? How can we reach them?
• A top down approach starts with market and industry data. It takes a close look at
a geographic market area and profiles the consumers and/or businesses to let we
know their propensity to buy our products and services.
Mapping Analytics has expertise in both these approaches to market sizing. We also have
a wealth of data sources through partnerships with the best data providers in the industry.
We can match the right data for market analysis to our business and market strategy.
We often use lifestyle clustering systems to size consumer markets. Clustering systems
operate under the premise that "birds of a feather flock together." That means people with
similar buying behaviors and demographic profiles tend to live close together. This helps
us to identify neighborhoods or markets where our potential is highest.
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• Cluster analysis identifies key segments in the population that are more likely to
purchase slim can products than the average consumer
• Knowing in which clusters people reside provides a reasonable means of
understanding and predicting how they will behave
• Understanding which clusters are more likely than others to purchase allows
better targeting
• Clusters are tied to geography, allowing we to identify and prioritize
neighborhoods, trade areas and markets
Market analysis services from Mapping Analytics will provide the key intelligence we
need to rank and prioritize markets. We will know:
• The top new geographic markets to target based on customer or revenue potential
Gaining this market understanding is essential to growing and expanding our business.
But it isn't enough on its own.
We need to act upon our new found market understanding by deploying sales and
marketing resources effectively.
This is where Mapping Analytics separates from other firms that might offer we analytic
services. We can help we choose higher-performing store or business locations, align our
sales force more productively, and acquire prospect lists. All so we can tap into the
market opportunity we've helped we identify.
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Market Potential Example
Let's say we sell Pepsi slim can and our ideal customer is 25 years of age or older and
owns a Bike of Rs 50,000 or higher. If we don't already know this about our customers,
our customer profiling services can help we discover it.
Mapping Analytics will then perform market potential analysis using market data,
demographics and/or lifestyle clustering systems to find areas where high concentrations
of our ideal customer live.
From there, it's ranking the potential markets and deploying resources by selecting
locations of branches or performing targeted direct marketing.
When we work with Mapping Analytics, we will discover that demographic site selection
leads to a sound business site selection decision. We include a series of important
analyses when helping we select new sites, including:
• Customer profiling
• Mapping customer locations
• Competitive analysis
• Trade area development and mapping
• Demographic, Census, and market data analysis
• Market potential analysis
• Analysis of site impact on overall store network
Just as no man is an island, no store or branch sits on its own. Other stores, competitors,
traffic patterns, population density and more affect the profitability of a store location.
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That's why it's critical to consider store network optimization when determining:
How can we account for all these factors? It's easy when we work with Mapping
Analytics. We're experts at it and ready to help.
Customer analysis and demographic analysis are essential to choosing the best retail store
locations. We don’t want to make decisions without knowing the profile of our best
customers and the demographics of the area we are considering for store network
expansion.
Fortunately, Mapping Analytics is staffed with experts who can help we understand our
customers and any geographic area where we may want to open a store.
Mapping Analytics will help we find more of these customers with our site selection
services.
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We build customer profiles based on past purchase behavior, demographics, lifestyle
segmentation systems, and other market data to give us an accurate sense of who our best
customers are.
Once we know what our best customers look like, where do we find more of them?
We find more ideal customers in geographic areas where the demographic profile of the
neighborhood populations closely match the profile of our best customers.
A customer profile is a key input into understanding market potential. Market potential is
a numerical answer. Mapping Analytics calculates market potential for any area using
estimated market penetration and expected volume of sales. We use both the market
potential analysis, including trade area definition, to make site selection
recommendations.
There may be many potential locations for opening a new store or branch. How do pick
the right one, or the top three, or however many we need to open?
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Mapping Analytics will help to find the answers. Our modeling techniques result in a
store trade area profile and scores for each potential location. We’ll know how any
proposed location compares to an ideal store profile. The store location score takes into
account expected sales, market penetration, cannibalization, competitor influence, and
other factors.
The key metric in deciding where to open a new store location is its sales potential.
Mapping Analytics uses customer profiles, demographic data, and trade area analysis to
forecast demand and sales potential of proposed locations. So we'll always be confident
in the locations we choose.
• How many suitable markets exist in a given geographic area for the
products/services we offer?
• How many locations are necessary to optimally cover a given market area?
• Which locations offer the greatest potential?
The answers to these questions provide actionable information that can help us build a
network of stores/branches to take full advantage of market opportunity. It's the kind of
information decision makers receive when working with Mapping Analytics.
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OBJECTIVES OF THE STUDY:
Primary objective:
A study on market potential of Pepsi slim cans with special reference to PepsiCo
India holdings Pvt Ltd at Chennai city.
Secondary objective:
To find out the market potential for the network of store or a new
market.
RESEARCH METHODOLOGY:
Exploratory research:
The Exploratory research design is appropriate for any problems in which a very
little knowledge is available. An Exploratory study is in the nature of a preliminary phase
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and is absolutely essential in order to obtain a proper definition of problem in hand. So it
is helpful in breaking broad and vague problems into smaller, more precise sub problem
statements, hopefully, in the form of specific hypothesis.
In this study the exploratory research has been used to frame structure
questionnaires, individuals with knowledge and ideas have been interviewed to get the
idea to frame structure questionnaire. A part from books and journals has been used to
gather information about the insurance and the insurance industry.
DATA COLLECTION:
In this study internal and external source for data collection had been used. In the
internal and external sources of data collection these two types of data comes into
pictures.
Primary data and
Secondary data.
Primary data:
All the primary data for the purpose of the study were obtained by interviewing
the consumers with the help of a questionnaire. Questionnaires were framed on the basis
of product & its competition. The questions were designed in such a way as to elicit
maximum information and data.
Secondary data:
Secondary data has been collected by through books & websites.
RESPONDENTS:
The respondents are customers and consumers of all age groups.
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GEOGRAPHICAL AREA OF STUDY:
The Geographical area that the Researcher chosen was Chennai.
UNIVERSE:
Total number people who consumes the Pepsi slim can products in the
Chennai city.
SAMPLE SIZE:
The sample size for this study was 100 customers and consumers, who are
retailers, college students and working people.
SAMPLING SCHEME:
The sampling technique adopted was “simple random sampling”. As the
universe is mass and cannot survey the whole and due to lack of time. Among the total
population researcher conveniently selected 50 customer & consumers has been derived
from the sample studied and the estimates are those based on a part and not whole. Hence
there is a risk of the sampling giving rise to certain errors as sampling errors and also the
opinion of the respondents may not be the opinion of the population.
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RESEARCH TOOL:
In this study the questionnaire was used as a research tool.
QUESTIONNAIRE:
The term questionnaire refers to a self-administered process whereby the
respondents himself/herself reads the questions and records his/her answers without
assistance of an interviewer.
The questionnaire has been framed by using the following five steps:
1. Specifying data requirements
2. Determining the type of questions to be asked.
3. Deciding the number and sequence of questions.
4. Preparing the preliminary draft of questionnaire.
5. Revising and pre-testing the questionnaire.
The questions used in this study falls under the following categories:
1. Open-ended questions
2. Close ended questions
3. Rating and ranking question
4. Multiple choice question
DATA ANALYSIS:
This study has collected data’s based on the questionnaire and separate tables
had been drawn for needed questions and charts had also drawn for the tables. The chi-
square test had been used to interpret the data are needed to drawn conclusion.
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Suggestions had been drawn with the use of the charts and tables. Separately each table
has its own inference provided at the end of each table
LIMITATIONS OF STUDY:
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CHAPTER II
REVIEW OF LITERATURE
AND
COMPANY PROFILE
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REVIEW OF LITERATURE
Pepsi.com, a Very Successful Brand Site, Chose a Target Audience, Explored the
Audience’s Needs, Determined Their Own Business Goals, and Designed a
Smash Hit of a Site
The first question everyone asks: “Why would anyone go to Pepsi.com?” This is because
we mostly think of the Web as a distribution vehicle. We think of ordering books at
Amazon, or reading content at CNN, or downloading music from MTV. How do you
drink a soda on a computer screen?
So, who goes to Pepsi.com? Load up the fun, entertainment-packed Pepsi.com and it’s
obvious in a glance. The site is clearly designed to attract and entertain teens and young
adults, the current target demographic for Pepsi. The strategy works, Pepsi.com ranked
#4 by visits in the Food and Beverage Brand category, (Coca-cola.com ranked #14) by
Hitwise. But if you can’t sell anything on your site, why devote the human resources,
time and budget to create it? In other words, what’s the payback?
• The goal of the branding website is to use the opportunity to strengthen the brand
identity, to build upon the intangible emotional connection in the mind of the
loyal consumer.
• Pepsi.com is an excellent example of a branding website—the use of colors, logos
and complete look and feel integrate well into the overall brand image.
• They have fully integrated online and offline marketing, with offline promotions
driving traffic to the site, and online promotions gathering more information from
visitors for offline marketing efforts.
• The site has interactive functions that encourage repeat visits and viral marketing,
including downloads, online games and music mixing applications.
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• Pepsi chose a target audience (teens and young adult consumers), found out what
they want (entertainment, music and sports), determined their own business goals
(build the brand, traffic and awareness) and designed a smash hit of a site.
Pepsi, as a fast moving consumer goods (fmcg) site, will not experience large Web traffic
volume by default. Consumers know they can’t buy anything here. Since a soda isn’t a
very complex product, consumers won’t even think about additional information needs,
other than perhaps a slight, occasional interest in nutrition. So what should Pepsi put on
the consumer website? The Internet Advertising Bureau said of PepsiWorld.com: “The
site is not about soft drinks; it is about entertainment and youth culture. An entertainment
Web site is certainly more likely to attract users than one devoted to soft drinks.”
The case discusses in detail the distribution and logistics operations of the US-
based PepsiCo, one of the world's leading beverages and snack foods companies.
The case details the distribution system of the company clearly explaining the
significance of various distribution channels used including supermarkets/retail
stores, fountain/restaurant, convenience stores, vending machines and others for
distributing beverages and snack foods. The case also describes the logistics
operations of PepsiCo's bottler (Pepsi Americas) and elaborates on how by
employing the latest wireless technology solutions it enhanced the efficiency of
its distribution and logistics operations significantly.
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case, then to the county health officials. The FDA then issued regional advisory
urging consumers to empty the content of their Diet Pepsi cans before drinking.
This is when the flood gates opened. This warning then prompted national media
attention within 24 hours.
How PepsiCo handled the crisis?
With the frightening images of syringes in Diet Pepsi cans and the upcoming July
4th holiday sales period PepsiCo needed to react immediately. The FDA had
recommended recall of Diet Pepsi but PepsiCo knew that with the manufacturing
process they had established that the syringe could not have gotten into the can
during the canning process and would use high-speed filming of this process to
prove to consumers that this was not the cause of the contamination by the
syringe. Pepsi relied on their well established crisis response guidelines. In
response to other crisis problems that has happened over the years, namely the
Tylenol scare, PepsiCo had evolved their crisis plan from a rudimentary product
recall plan into a more sophisticated communications network plan. They did this
by benchmarking Johnson & Johnson's crisis plan. This was needed to preserve
Pepsi's trademark and the company's $8 billion business. The job of the public
relations group was to help established communications to the different publics
involved including the consumers, the media, shareholders, employees, bottlers
and even regulatory.
The objective was to use the Internet to refresh the already cluttered cola
category. The challenge was to increase sales against non-aerated beverages.
Also, at that point of time, Thums Up had strengthened its brand positioning.
Another challenge was the influx of multiple youth brands across categories.
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Pepsi’s aim was to reconnect with the youth again, as youth were its key
consumers. The core focus of the strategy was to revamp the look of the Pepsi can
and make it more youthful and attractive. Renamed My Can, it was also retailed at
an affordable price of Rs 15. The thought behind this was to put the consumer
right at the centre of the product.
The insight for this activity was that today’s youth is very technology
savvy and super connected. This generation believes that they will achieve their
dreams, no matter what. They place themselves in the centre of things and that
thought was carried forward in the campaign as well.
An apt example was the Pepsi My Can commercial with actors Shah Rukh
Khan and John Abraham. In the ad, the focus was on the consumer and not the
celebrities.
JWT claims that these activities got them the desired response from
consumers and Pepsi succeeded in reconnecting with the youth.
The Effies 2008 case study presentations were held on November 20, 2008, at
the Welingkar Institute of Management in Mumbai. The event has been sponsored
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by Yahoo! India, Marico, Vodafone and Brand Equity. The Effies are organised
by Ad Club Mumbai and are based on the effectiveness of ad campaigns.
INDUSTRY PROFILE:
Fast moving consumer goods (FMCG), are products that are sold quickly at
relatively low cost. Though the absolute profit made on FMCG products is relatively
small, they generally sell in large quantities, so the cumulative profit on such products
can be large. Examples of FMCG generally includes a wide range of frequently
purchased consumer products such as toiletries, soap, cosmetics, toothpaste and powders,
detergents etc, It also includes pharmaceuticals, consumer electronics, packaged food
products and drinks, although these are often categorized separately.
Soft drinks industry:
The principle of "pushing" carbon dioxide is still used, but now the water is first purified
in a process known as "polishing." Cooled carbon dioxide is then injected at pressures of
275-550 kilopascals. Some of the early drinks bottled in Canada were called Birch Beer,
Ginger Beer, Sarsaparilla, Sour Lemon, None-Such Soda Water and Cream Soda. The
first carbonated beverage or "pop" bottles were sealed with corks held tightly in place
with a wire binding. Because they had to be stored neck down so that the cork would not
dry and allow the carbonation to leak away, they were manufactured with rounded
bottoms. By the mid-1800s, soft drinks sold in Canada were packaged in 8-ounce (227.2
ml) round-bottom bottles for about 25 cents a dozen, except ginger beer, which was sold
in draught form from wooden kegs. Wired cork closures were used until about 1884 with
Codd's Patented Globe Stoppers (25 types in all). Such closures were replaced by the
Hutcheson Spring Stopper. The crown cap was introduced around 1905 and improved
versions are still widely used, although they are gradually being replaced, especially on
larger containers, with reclosable screw caps.
Other packaging innovations since the mid-1960s include canned carbonated beverages,
nonreturnable glass bottles and containers made from rigid plastics. However, an effort is
being made, often through provincial legislation, to increase the use of returnable glass
containers.
In the industry's early years the number of carbonated-beverage plants increased steadily,
most serving small regional markets. In 1929 the industry was made up of 345 production
plants and the value of shipments reached $12.3 million. By 1960 the number of plants
had increased to 502 and the value of sales to $172.7 million. Subsequently,
consolidation began, prompted by improved production, packaging and distribution
facilities. By 1973, 337 plants were in production and the value of shipments was $484
million. In 1985, with sales of about $1.8 billion, the industry had 187 plants in
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production: Newfoundland had 3; PEI, 1; Nova Scotia, 7; New Brunswick, 8; Québec,
66; Ontario, 58; Manitoba, 7; Saskatchewan, 10; Alberta, 13; and BC, 14. Production
volume has also increased dramatically: in 1939, soft-drink bottlers produced about 162
million litres of carbonated beverages; by 1967, production passed 758 million litres; in
1986, shipments were estimated at over 2.1 billion litres; and in 1998 that figure rose to
3.5 billion litres.
The industry is regulated by both federal and provincial agencies, 3 of the most important
being CONSUMER AND CORPORATE AFFAIRS (responsible for the Consumer
Packaging and Labelling Act), HEALTH CANADA (which administers the Food and
Drugs Act) and Environment Canada (which focuses on environmental matters). The
industry is represented by the Canadian Soft Drink Association in Toronto and by several
provincial associations.
The introduction of diet carbonated beverages has changed the industry's profile. Several
years ago, in response to increasing consumer diet consciousness, the industry introduced
the first successful sugar-free diet drinks using the artificial sweetener cyclamate. But
questions were raised about the safety of this additive and, based on existing scientific
data, Health Canada banned its use in Canadian commercial FOODS AND
BEVERAGES. This decision, estimated to have cost the industry more than $15 million,
was a setback to diet-drink development. The industry turned to saccharin, but this too
was eventually banned. Now, a new sugar-free additive, aspartame, has been approved
for use in diet soft drinks, and the cyclamate/saccharin situation is not expected to recur
because aspartame consists of amino acids, which occur naturally. Aspartame-sweetened
diet drinks have had a dramatic effect on the Canadian carbonated-beverage industry. Just
before the saccharin ban in 1977, diet drinks accounted for about 10% of the soft-drink
market; following the ban the diet share dropped to about 2%, consisting of beverages
partially sweetened with small amounts of sugar. In 1982, the first full year that
aspartame was used in Canada, diet drinks increased by 15.2% of total soft-drink sales,
while the total soft-drink industry grew 8%. In 1987 total soft-drink sales increased 5.3%
over 1986, while diet soft-drink sales increased by 10.7%. This single development has
encouraged strong growth in the industry.
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Company Profile: PepsiCo
Business Summary:
PepsiCo is one of the largest companies there is that is engaged in the food,
beverage, and snack industries. PepsiCo, Inc. is engaged in the snack food, soft drink,
juice, and fast food franchise businesses. The Company, through its subsidiaries, markets,
sells and distributes various snacks in the United States and internationally, manufactures
concentrates of Pepsi, Mountain Dew and other brands for sale to franchised bottlers in
the United States and international markets and produces, markets, sells and distributes
juices under several Tropicana trademarks in the United States and internationally.
PepsiCo’s domestic snack food business is conducted by Frito-Lay North America, and
its international snack food business is conducted through Frito-Lay International. The
Company's soft drink business operates as the Pepsi-Cola Company and is comprised of
two business units, Pepsi-Cola North America (PCNA) and Pepsi-Cola International
(PCI). In December 2000, the Company announced an agreement under which a
subsidiary of PepsiCo will merge with The Quaker Oats Company, and Quaker will
become a wholly owned subsidiary of PepsiCo. Quaker is a large worldwide marketer of
foods and beverages. It manufactures and markets Gatorade thirst quencher, along with
hot cereals, pancake syrups, grain-based snacks, cornmeal, hominy grits and value-added
rice products. The proposed merger is subject to certain closing conditions, including
approval by shareholders of both companies and regulatory approvals. The transaction is
expected to close in the first half of 2001. PepsiCo also operates several food franchises
including Pizza Hut, KFC, and Taco Bell.
Mission:
Our mission is to be the world's premier consumer Products Company focused on
convenient foods and beverages. We seek to produce financial rewards to investors as we
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provide opportunities for growth and enrichment to our employees, our business partners
and the communities in which we operate. And in everything we do, we strive for
honesty, fairness and integrity.
Vision:
"PepsiCo's responsibility is to continually improve all aspects of the world in
which we operate – environment, social, economic – creating a better tomorrow than
today."
Our vision is put into action through programs and a focus on environmental stewardship,
activities to benefit society, and a commitment to build shareholder value by making
PepsiCo a truly sustainable company.
Commitment:
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understand whether today's actions will contribute to our future. It is about the growth of
people and company performance. It prioritizes both making a difference and getting
things done.
Empowered People means we have the freedom to act and think in ways that we feel
will get the job done, while adhering to processes that ensure proper governance and
being mindful of company needs beyond our own.
Responsibility and Trust form the foundation for healthy growth. We hold ourselves
both personally and corporately accountable for everything we do. We must earn the
confidence others place in us as individuals and as a company. By acting as good
stewards of the resources entrusted to us, we strengthen that trust by walking the talk and
following through on our commitment to succeeding together.
Guiding Principles:
We uphold our commitment with six guiding principles.
• Care for our customers, our consumers and the world we live in. we are driven
by the intense, competitive spirit of the marketplace, but we direct this spirit
toward solutions that benefit both our company and our constituents. Our success
depends on a thorough understanding of our customers, consumers and
communities. To foster this spirit of generosity, we go the extra mile to show we
care.
• Sell only products we can be proud of. The true test of our standards is our own
ability to consume and personally endorse the products we sell. Without
reservation. Our confidence helps ensure the quality of our products, from the
moment we purchase ingredients to the moment it reaches the consumer's hand.
• Speak with truth and candor. We tell the whole story, not just what's
convenient to our individual goals. In addition to being clear, honest and accurate,
we are responsible for ensuring our communications are understood.
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• Balance short term and long term. In every decision, we weigh both short-term
and long-term risks and benefits. Maintaining this balance helps sustain our
growth and ensures our ideas and solutions are relevant both now and in the
future.
• Win with diversity and inclusion. We embrace people with diverse
backgrounds, traits and ways of thinking. Our diversity brings new perspectives
into the workplace and encourages innovation, as well as the ability to identify
new market opportunities.
• Respect others and succeed together. Our mutual success depends on mutual
respect, inside and outside the company. It requires people who are capable of
working together as part of a team or informal collaboration. While our company
is built on individual excellence, we also recognize the importance and value of
teamwork in turning our goals into accomplishments
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PRODUCT PROFILE:
PepsiCo is home to hundreds of brands around the globe. Listed here are some of
our most recognized.
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Cranberry Splash • AMP Energy Traction
• Mirinda
• AMP Energy Elevate
Tropicana • 7UP (International)
• AMP Energy Shot
• Pepsi Limón
• Tropicana lemonade
SoBe • Kas
and punches
• Teem
• Tropicana Light • SoBe juice drinks,
• Pepsi Max
lemonade and punches dairy, and teas
• Pepsi Light
• Tropicana Twister • SoBe Lean diet juice
• Manzanita Sol
sodas drinks, dairy, and teas
• Paso de los Toros
• SoBe Life Water
• Fruko
Ocean Spray (License)
• SoBe Adrenaline Rush
• Evervess
• Ocean Spray juices • Yedigun
Aquafina
• Ocean Spray juice • Shani
drinks • Aquafina • Fiesta
• Aquafina FlavorSplash • D&G (License)
More
• Aquafina Sparkling • Mandarin (License)
• Radical Fruit
• Ethos Water
Starbucks (Partnership)
(License)
Lipton (Partnership)
• Manzanita Sol • Frappuccino ready-to-
• Slice drink coffee • Lipton Brisk
• FruitWorks juice • Starbucks Doubleshot • Lipton Iced Tea
drinks • Starbucks
• Lipton Pure Leaf
• Mirinda
PROGRESS:
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• Offset the total purchased electricity used by all PepsiCo US-based facilities by
purchasing renewable energy credits
Honored by the U.S. Environmental Protection Agency (EPA) with 2007 and 2008
Energy Star Partner of the Year awards for energy conservation
LEADERSHIP:
CHAPTER III
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DATA ANALYSIS AND
S.no Parameters Percentage
1 Below 15 yrs 12
2 15-25 yrs 46
3 25-35 yrs 34
4 Above 35 yrs 8
INTERPRETATION
TABLE: 3.1 Age of the consumer of purchasing the Pepsi slim can
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CHART.NO: 3.1.1 Age of the consumer of purchasing the Pepsi slim can
Age of consumers
8% 12%
below 15 yrs
15-25 yrs
34% 25-35 yrs
above 35 yrs
46%
INFERENCE: From the above table its been interpreted that 46% of the
respondents are belongs to the age group 15-25 yrs and 34% respondents are
belongs to the age group 25-35 yrs and 9% respondents are belongs to the age group of
below 15 yrs and 8% respondents are belongs to the age group above 35 yrs.
5-10 c/s 10 10
10-20 c/s 14 14
20-30 c/s 24 24
31
Above 30 c/s 52 52 100
50 East
0 West
1st North
Qtr
60
50
40 5-10 c/s
sales % 30 10-20 c/s
20 20-30 c/s
10
Above 30 c/s
0
No. of cases
Inference:
From the table its been interpreted that 52% of the retail store had average sales
above 30 c/s per week and 24% of the retail store with 20-30 c/s per week and 14% and
10% of the retail store with 10-20 c/s and less than 10 c/s per week respectively.
1-20 42 42
20-40 32 32
40-60 18 18
Above 60 8 8
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CHART NO: 3.3.1 Sales of Pepsi can products per week
Sa les o f Pe ps i s lim c a n
50 20-40
s a le s
40-60
Inference:
0 No . of
Pie c es
From the above table its been interpreted that 42% of outlet had 1-20 products per
Above 60
week and 32% of outlet had 20-40 products per week and 18% of outlet had 40-60
products per week and 8% of outlet had above 60 products sales per week.
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CHART NO: 3.4.1 Consumer priority of the pepsi slim can
60
50
Respodents %
Pepsi my can
40
Mirinda
30
Mountain dew
20
7up
10
0
1
Products
INFERENCE:
From the above table its been interpreted that 54% of the respondents priorities
the Pepsi My can and 20% of the respondents priorities the Mirinda and 18% of the
respondents priorities the Mountain Dew and 7% of the respondents priorities the 7up.
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Pepsi diet 18 18
Coke can 58 58
Tetra pack 10 10
Others 14 14
60
50
40 Pepsi diet
Respodent
30 Coke can
s%
20
Tetra Pack
10
0 Others
Products
INFERENCE:
From the above table it’s been interpreted that 58% prefer coke can incase of non-
availability of slim can and 18% prefer Pepsi diet incase of non-availability of slim can
and 10% prefer Tetra pack incase of non-availability of slim can and 14% prefer other
products incase of non-availability of slim can.
Table 3.6: Customer opinion about the price of the Pepsi slim can
S.no Parameters Percentage
1 Very high 32
2 High 40
3 Moderate 18
4 Low 8
5 Very low 2
CHART.NO: 3.6.1 Customer opinion about the price of the Pepsi slim can
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Price of the slim can
40
30
Very high
No. of
20 High
respodents
10 Moderate
Low
0
Very low
Price level
INFERENCE:
From the above its been interpreted that 40% of the respondents feel that price
level of the Pepsi slim can products are High, 32% of the respondents feel that price level
of the Pepsi slim can products are Very High, 18% of the respondents feel that price level
of the Pepsi slim can products are Moderate, 8% & 2%of the respondents feel that price
level of the Pepsi slim can products are Low and Very low respectively.
Table 3.7: Customer satisfaction level about the distribution of the products
S.no Parameters Percentage
1 Highly satisfied 16
2 Satisfied 20
3 Satisfied to some extend 26
4 Less satisfied 28
5 Unsatisfied 10
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CHART.NO: 3.7.1 Customer satisfaction level about the distribution of the products
30 Highly satisfied
Respodents %
25
20 satisfied
15
10 satisfied to
5 some extent
0 less satisfied
1
unsatisfied
satisfaction level
INFERENCE:
From the above table its been interpreted that 16% of the respondents are Highly
satisfied with the distribution of the products, 20% of the respondents are satisfied with
the distribution of the products, 26% of the respondents are Satisfied to some extent with
the distribution of the products, 28% of the respondents are Less satisfied with the
distribution of the products, 10% of the respondents are Unsatisfied with the distribution
of the products.
1-5 times 41 41
5-10 times 25 25
37
Rarely 34 34
Consumer frequency of
purchasing the slim can
50
40
Respode 30 1-5 times
nts % 20 5-10 times
10 Rarely
0
No. of products
INFERENCE :
From the above table it’s been interpreted that 41% of respondents purchase the products
1-5 times per week and 25% of respondents purchase the products times 5-10 times per
week and 34% of respondents purchase the products rarely
Table 3.9: Consumer awareness of Pepsi slim can through the advertising medium
S.no Advertising medium Percentage
38
CHART.NO: 3.9.1 Consumer awareness of Pepsi slim can through the advertising
medium
Advertising medium
50
40
Hoardings &
No.of 30 banners
respodent% 20 Newspapers &
10 magazine
0 Tv/radio
Medium
INFERENCE:
From the above table it’s been interpreted that 32% of the consumers came to
knew about the Pepsi slim can products through Hoarding & Banners and 25% through
Newspapers & Magazine and 43% through TV/radio.
39
INFERENCE:
From the above table its been interpreted that Advertisement had reached the 52%
of the consumer and Advertisement had not reached the 48% of the consumer.
40
Advertisement effect on purchase
32%
Yes
No
68%
INFERENCE:
From the above table its been interpreted that 32% respondents purchase through
advertisment and 68% respondents purchase not through the advertisment.
41
Consumer buying decision
40
35
30
No. of 25 Packing style
respodent 20 Cost
% 15
Taste
10
5 Passion
0
Factors
INFERENCE:
From the table its been interpreted that 32% of the consumer buying decision
based on packing style and 20% based on taste and 36% based on Passion and 12% based
on cost.
Table 3.13: Consumer opinion about the taking of slim can on occasions
S.no Buying motivation Percentage
1 Feeling thirsty 56
2 Parties/celebrations 16
3 Just like that 20
4 Others 8
CHART.NO: 3.13.1 Consumer opinion about the taking of slim can on occasions
42
Buying motivation
60 Feeling
50 thirsty
No.of 40 Parties &
respodent 30 celebration
% 20
Just like that
10
0
occassions others
INFERENCE:
From the table its been interpreted that 56% consumer takes Pepsi slim can on the
occasion of “Feeling thirsty” and 16% on the “Parties/celebrations” and 20% on the “Just
like that”.
Table 3.14: Consumer prefferd channel for the purchase of slim can
S.no Purchasing place Percentage
1 Retail store/grocery store 28
2 Super market/hyper market 24
3 Cine plex 16
4 Restaurants 32
10 0
50 Eas t
0 We s t
1s t North
Qtr
CHART.NO: 3.14.1 Consumer prefferd channel for the purchase of slim can
43
Purchasing place
40
Respodents %
32
28
24
20 16
0
Retail Super Cineplex Restaur
Series1 28 24 16 32
Place of purchase
INFERENCE:
From the table its been interpreted that 28% of the consumer purchase the slim
can products on “Retail store/grocery store” and 24% of the consumer purchase the
products on “Super market/Hyper market” and 16% of the consumer purchase the
products on “Cineplex” and 32% of the consumer purchase the products on “Restaurant”.
CHI-SQUARE ANALYSIS
44
Table No. 3.15
RELATIONSHIP BETWEEN THE FREQUECNY OF THE
PURCHASING THE SLIM CAN AND THE ADVERTISING
MEDIUM.
1 Tv/radio 22 9 12 43
2 Hoardings & 9 10 13 32
banners
3 Newspapers & 10 6 9 25
Magazine
Total 41 25 34 100
CHAPTER IV
From the table we observed that 45% of consumer age group was 15-25 years and
34% of the consumer age group was 25-35 years.
From the table we observed that 52% of the retail store had average sales above
30 c/s per week and 24% of the retail store with 20-30 c/s per week and 14% and
10% of the retail store with 10-20 c/s and less than 10 c/s per week respectively.
From the table we observed that 42% of outlet had 1-20 products per week and
32% of outlet had 20-40 products per week and 18% of outlet had 40-60 products
per week and 8% of outlet had above 60 products sales per week.
From the table we observed that 55% of the customer perfer “Pepsi my can”
rather than the mirinda,mountian dew and 7up.
From the table we observed that 40% of the customer feel the price the slim was
“high” and 39% of the customer feel the price was “Very high’.
46
From the table we observed that 26% of the customer are “satisifed to some
extent” and 28% of the “customer are less satisified” about the distribution of the
pepsi slim can.
From the table we observed that that 32% of the consumers came to knew about
the Pepsi slim can products through Hoarding & Banners and 25% through
Newspapers & Magazine and 43% through TV/radio.
From the table we observed that 41% of respondents purchase the products 1-5
times per week and 25% of respondents purchase the products times 5-10 times
per week and 34% of respondents purchase the products rarely.
Frome the table we observed that consumer buying decision based on 36% for
“Passion” and 32% for the “Packing style”.
From the table we observed that 57% consumption of slim can on the occasion of
“Feeling thristy” and 20% on “Just like that” and 16% on “Parties and
celebration”.
From the table we observed that Purchasing place for the slim can , 32% on
restaurant,29% on retail and grocery store and 23% on super market and hyper
market.
47
SUGGESTIONS
The New pricing strategy should be introduced for the Pepsi slim can products in
order penetrate the new market.
The Distribution of slim can to the retail outlets should be made effectively and
more offers should give to customers.
The awareness about the Pepsi slim can should be increase by giving more
advertisement in TVs/radio and the other promotional activities has to be made.
The Place of purchase of slim can is very high in super market and Restaurant, in
order increase the market share these places has to concentrate more for the sale.
48
CHAPTER V
CONCLUSION
49
CONCLUSION
• Through the research conducted in the Chennai, the researcher had achieved the
objective of the research.
• As this result may not be suitable to all the regions of the country because of the
culture , standard of living and volume of the market.
• There is no such a slim can products with the competitors of Pepsico.
• The research concludes that Pepsico have great opportunity to penetrate the
products in huge volume.
50
51
BIBLIOGRAPHY
BIBILIOGRAPHY
1. Philip Kotler, “Marketing Management”12th Edition, 2003, Prentice hall
of India (P) Ltd., New Delhi.
2. R.S.N. Pillai & Bagavathi, “Statistical” 1st Edition, 1999. S. Chand &
Company Ltd., New Delhi.
3. C.R. Kothari, “Research Methodology”
4. www.pepsiindia.co.in
5. www.pepsico.com
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